CLIENT CASE STUDY

Global health and well-being charitable organization

OVERVIEW

This global charitable organization works in both developed and developing countries to improve overall health and education services for individual well-being.

In support of its efforts to improve the supply of high-quality pharmaceutical commodities to public health facilities, the global charitable organization sought to establish a framework to coordinate the activities of multiple stakeholder organizations involved in funding, governing or delivering public health programs.

It recognized an opportunity to develop a blueprint operating model that multiple organizations could use to define their roles in the supply chain activities that are essential to delivering health outcomes.

At the conclusion of the project, both global and country-level designs were ratified by stakeholders and passed into the custodianship of the project steering committee. This group of international government and donor stakeholders would have the influence to advocate for its adoption in developing countries, and ensure that lessons learned from implementation in one location would be fed back and used to update the blueprint documentation for further use in other settings.

OPPORTUNITY

Across health systems in the developing world, the availability of medicines can be as little as 40 percent. While great strides have been made to improve commodity availability upstream at lower prices, issues with in-country supply chains often result in high stock outages and waste at facilities.

In support of its efforts to improve the supply of high-quality pharmaceutical commodities to public health facilities, the global charitable organization sought to establish a framework to coordinate the activities of multiple stakeholder organizations involved in funding, governing or delivering public health programs.

To this end, the charitable organization aimed to develop a vision and create a core group of professionals across multiple disciplines that would advocate for its adoption across a complex and fragmented global industry. The starting point for this vision was the concept of a centralized supply chain control tower, also known as a visibility and analytics network.

OUTCOMES

The team started by leveraging a Prime Value Chain Analysis methodology to identify and align the group on the most significant and pervasive pain points in the supply chain. Combining this analysis with Accenture Strategy's experience and understanding of leading supply chain operating models, the team then defined a set of "day in the life" scenarios that would combine improved data visibility with analytical processes to facilitate better decision making and improve medicine availability in "last mile" health facilities. The scenarios defined pre-packaged analytics and KPIs, as well as processes for continuous improvement. They also highlighted the need for different organizations and levels in the supply chain to collaborate to capture data, and then identify tactical and strategic fixes to problems, or to predict and avoid them altogether. The scenarios were brought to life through role play sessions involving the stakeholders themselves and the designs were then updated based on feedback.

The primary deliverable from the project was a blueprint for a supply chain control tower in the public sector. It includes recommendations for country-level organization structures, role descriptions, process flows, policy requirements and IT selection guidelines. In addition, the team created a design for control towers at the global level to improve the visibility and management of the flow of pharmaceutical commodities between their points of manufacture and points of entry into countries' supply chains. Beyond the written deliverables, the project established a core group of evangelists for change within the industry, and equipped them with a shared, compelling vision for new ways of working.

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